The driving force of the hottest enterprise manage

2022-07-29
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The driving force of enterprise management lies in organizational IQ. We all have heard that people have "IQ" and "emotional intelligence". Enterprises also have "IQ" and "non IQ", and they have high and low scores

"building a century old store" or "being a leading brand" is the dream of every enterprise and even every entrepreneur. How to realize this dream is actually to solve the problem of sustainable development of an enterprise. It is a hot topic of global concern today. As far as the enterprise itself is concerned, sustainable development is a huge system project that has been repeatedly researched and developed. If one link is not done well and one detail is not paid attention to, it may lead to the consequences of "losing everything by carelessness"

when an expert fights, the winner or loser is usually an inch away. It is understood that the average life span of small enterprises in China is only 3.5 years, and that of group companies is only years; In the world, 1/3 of the enterprises that ranked among the fortune 100 30 years ago have been eliminated today

if an enterprise wants to achieve sustainable development, it must continue to grow. It contains three interrelated meanings: enterprise growth, team growth and individual growth. The organic combination of these three aspects is actually a question of organizational intelligence. Now people's understanding of organizational intelligence is that it has been promoted to the real core competitiveness of enterprises. Some foreign scholars have spent decades to explore what is the mechanism that enables enterprises to continue to do better, to constantly set foot in new fields, and to guide their own changes? Finally, the main conclusion is the decision-making power and executive power of the enterprise. Generally speaking, in excellent enterprises, through the tacit cooperation between the president and subordinates, and the ability complementarity between different personnel, their ability to make decisions and solve problems has reached an optimal level. We call such enterprises as those with "organizational intelligence". Only they can really continue to grow and expand, and stand the wind and rain, and still flourish and multiply. This "organizational IQ" gene generally has five most obvious characteristics, which can also be called "high IQ organization"

first, they have strong awareness of external information. High IQ organizations have a very keen insight into the changes of information, and will not be overwhelmed in the face of abnormalities. On the contrary, they can make use of every environmental change to close the relationship with customers and suppliers and expand the influence of their products

second, an effective decision-making framework. Senior managers in high IQ organizations are good at delegating decision-making power to people with information, that is, the "full authorization" referred to in the management discipline, so that front-line personnel who are most familiar with external or internal changes can make decisions quickly

the third is the internal intelligence transmission mechanism. The high IQ organization is committed to building a corporate culture that encourages information sharing, teamwork, and mutual trust to reduce the energy consumption of 100million tons of standard coal. Through the construction of advanced information infrastructure as the foundation, make full use of various advanced technical means, form effective organizational learning within the enterprise, and promote the flow of internal knowledge across functions, levels and time boundaries within the enterprise, so that any place and any employee of the enterprise can get the most appropriate support when they need knowledge

fourth, organizational focus and continuous innovation. High IQ organizations can often find out the information closely related to their own development from the numerous information, and quickly make wise action response to the opportunities and threats represented by these information

five are brain connections. The IQ of an organization depends on the interaction between implicit knowledge and explicit knowledge. Brain connections are the most important characteristics of high IQ organizations

we have all heard that people have "IQ" and "EQ". Enterprises also have "IQ" and "non IQ", and they have high and low scores. When an enterprise starts its business, it is not a real system. It is just a simple addition of the work of several individuals. With the formation of a good trust relationship between them and the formation of mutually coordinated work procedures, the enterprise has gradually become an organizational system. It has the ability to concentrate personal thinking, accumulate experience, learn from past mistakes, and gradually improve the ability to make decisions and solve problems. At this time, we say that an enterprise has its initial IQ, but its IQ is very low

today, when the time process is compressed, there is a current situation in the enterprise: the speed of learning < the speed of development < the speed of danger. At this time, we will say that the IQ of the enterprise is not enough to control the enterprise, and its IQ is low. If we want to reverse this situation and deal with the increasingly complex environment, we can only build organizational intelligence. The effect we hope to achieve is: learning speed> development speed> danger emergence speed. At this time, we will say that the IQ of the enterprise is enough to control and develop the enterprise

it is difficult for a new company to have a high IQ without hard pursuit. However, it is impossible for today's enterprises to have as much time as yesterday to shape their corporate intelligence. Everything is accelerating. Today's situation is that if they are unhappy, they will retreat. The only way to build a smart enterprise is to take a shortcut, learn from the previous experience at some stages in a planned and purposeful way, and do things right the first time (not just doing things right). At the same time, it bypasses several stages to build organizational IQ quickly and well

the only opportunity for small enterprises to challenge large enterprises is to build organizational intelligence. That is to say, the best corporate DNA is constructed at the fastest speed. Small enterprises cannot evolve slowly like other large enterprises, but should directly transform the corporate genes by leaps and bounds! Make sure that when the controller is powered on again, the monkey will be transformed into a wise man in this state

specifically, the construction of organizational intelligence includes six parts: knowledge management, knowledge staff development, knowledge base construction, conflict management and difference sensitive project management, decision-making and problem-solving ability, and project management ability. Its core is: (1) how to effectively use knowledge for innovation? Promote knowledge circulation within the organization and improve the efficiency of members' knowledge acquisition. (2) Development and incentive management of knowledge workers. (3) Multiple brains think together, solve problems together, improve together, and learn from each other in ability. (4) Managers at all levels continue to improve their synergy

the construction of an enterprise's organizational intelligence system can be divided into four stages: (1) learning from mistakes and putting forward ideas, methods and organizations, which can also be called "error cost"; (2) Establishing relevant decision-making, institutional and empirical models, which can also be called "decision-making cost"; (3) The construction of IQ database can also be called "knowledge cost"; (4) Learning to improve from cycles and stages can also be called "raising costs"

with the advent of economic globalization, earth shaking changes have taken place in the whole world. Modern enterprises can no longer just rely on excellent products and services to retain the hearts of customers and maintain a certain market like traditional enterprises in the past. Nowadays, in order to keep the enterprise from being eliminated and even develop better than before, enterprises must constantly break through their own constraints, constantly tap more and more diversified customer needs, and constantly invest in more and more fierce market competition. In the process of operation and development, or in the process of promoting the construction of "organizational intelligence", enterprises will inevitably encounter various thorny problems, such as:

(I) enterprises have ambitious and ambitious goals, but they just can't figure out how to do the right things and do things correctly. Whether the "CEO", "airborne soldier" or "Mr. Feng Shui" with high salary are useless, the money is spent, but none of the goals has been achieved

(II) the enterprise "worked hard and skillfully" and managed to get the first pot of gold. It was eager to seek greater development. After "throwing a lot of money", it suddenly looked back and realized that there was no such large market capacity or profit space for its products. Stop, you can't die that heart; Go ahead and you won't make any money

(III) the enterprise has a long history of "Chinese famous brand", "time-honored brand" or "trustworthy products", but it also sells millions of dollars every year, or tens of millions at most, which is difficult to leap to a new level

(IV) the enterprise has obtained a "good formula" and created a new brand. It plans to rise rapidly in one or two years or less, first strive for a profit and loss balance point, and then create a daily profit line. However, it does not know where to start, so it has to "feel the stone and cross the river"

(V) the enterprise's products are good, the salespeople are good, and the advertising is also invested a lot, but the terminal sales performance is not good. Products are less and less sought after by consumers, but the crux of the problem is that "two monks can't touch their heads"

(VI) the enterprise only focuses on the output and quality, but the product packaging soil has to fall. In 2016 (2) 019, it was disheartened and looked like it would be squeezed out of the market, but it just didn't know how to carry out "product revolution" and "brand improvement"

(VII) the organizational structure of the enterprise is crisscrossed, and there are a lot of official positions. The corporate culture is just a few slogans hanging on the wall and competing with each other in form, which is not useful. The leading cadres have lost their creativity, the middle-level cadres have lost their initiative, and the grass-roots cadres have lost their enthusiasm, that is, they have no moves

(VIII) the enterprise has many basic business work links and heavy workload, The connection between "information flow, capital flow and logistics" in operation management is not smooth, and there are great deviations. The loss of property is serious, and the waste is amazing... Not only these! The loopholes are difficult to plug.

(IX) Enterprises have good technology and even independent intellectual property rights. However, in the process of industrialization, banks are unwilling to lend money and venture capital is unwilling to invest. It is more difficult to get listed on the gem and private capital investors. Where can we get funds to develop enterprises

(x) enterprises do not lack money to spend, they lack people to do things, and they lack "cadres" to grasp large projects. They fall into a vicious circle of "constantly recruiting and constantly leaving". Even if they "poach" oneortwo talents with great efforts, they can not stay. These are just some superficial problems that enterprises often encounter on the road of development. The essence of the problem lies in the following five aspects:

first, organizational management. It includes the corporate governance structure, the setting of the internal organizational structure of the enterprise, decision-making management, performance management, key performance indicators and the design of the salary system

second, the problem of enterprise strategic management. The help that large enterprises need is often how to make the business framework more centralized, which involves enterprise restructuring, reengineering, grouping, etc. Generally speaking, the problem of small enterprises often lies in how to expand their business scope and increase the upper and lower lines of products. At the same time, joint ventures and alliances between enterprises are also common problems

third, the problem of marketing management. This mainly includes product quality management, price strategy management, brand strategy management, marketing strategy and promotion, product SP promotion, etc

fourth, the problem of operation and management. It varies according to the industry. If it is an insurance company, it may be public relations management, risk management and credit management

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